iBusiness, 2013, 5, 119-125
Published Online December 2013 (http://www.scirp.org/journal/ib)
http://dx.doi.org/10.4236/ib.2013.54015
Open Access IB
119
The Conceptual Model of Influencing Factors and
Influencing Mechanism on Team Decision-Making Quality
Mediated by Information Sharing
Peihua Dai1,2
1Southwest Jiaotong University, Chengdu, China; 2Chongqing Technology and Business University, Chongqing, China.
Email: daiph128@sohu.com
Received August 15th, 2013; revised September 13th, 2013; accepted October 10th, 2013
Copyright © 2013 Peihua Dai. This is an open access article distributed under the Creative Commons Attribution License, which
permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
ABSTRACT
Searching for the influ encing factors on team decision-making quality is the hot issue in acad emic circles and business
circles. Based on summarizing the main influencing factors on team decision-making quality, this thesis divides the
main influencing factors into team composition factors and team process factors and researches the internal relationship
between them. Targeted at the field decision making, this thesis analyzes the influencing process of the main factors on
decision-making quality, and constructs the conceptual model of “influencing factors-information sharing-decision-
making quality”. This model no t only combines the main influ encing factors correctly, but also exposes the “b lack box”
between the influencing factors and decision-making quality in field decision making, which can make up for no rela-
tive research for the field decision making in the previous studies.
Keywords: Decision-Making Quality; Compo s ition Factors; Process Factors; Information Sharing
1. Introduction
Studies of team decision-making originated from the re-
searches of a small group in traditional so cial psycholog y.
As more and more organization structures are formed by
teams, the studies on team decision-making by industrial
and organizational psychologists are more and more
widely [1]. Lots of scholars researched the influencing
factors on team decision-making from different view-
points and got abundant achievements, such as the lead-
ership’s desire of power, team cohesion, individual levels
of team members, team size, discuss form, team conflict,
team communication and so on [2,3]. However, most of
the scholars only investigated the effects of one or two
factors on decision-making quality through empirical me-
thods. There has been a lack of systematical review and
classification in the main influencing factors, and a lack
of researches on the internal relationship between the
main factors.
When researching the influencing mechanism of the
main factors on team decision-making performance,
scholars usually selected mediators from the paths of
information communication and emotional response,
such as team transactive memory, task reflexivity, team
mental model, team cohesion and so on [4]. But all these
mediators need the long time to accumulate, not suitable
for field decision making. Up to now, there is little re-
search on mediators for field decision making and rela-
tive analysis.
In view of above pr oblems in the studies of team deci-
sion making, this thesis: 1) tries to summarize the influ-
encing factors on decision-making qu ality and divide the
main influencing factors into team composition factors
and team process factors, and researches the internal re-
lationship between them; 2) researches the influencing
mechanism of the main factors on decision-making qual-
ity during the process of field decision making, and con-
structs the conceptual model of “influencing factors-in-
formation sharing-decision-making quality” (see Figure
1). This model not only combines the main influencing
factors correctly, but also exposes the “black box” be-
tween the influencing factors and decision-making qual-
ity in field decision making, which can make up for no
relative research for th e field decision making in the pr e-
vious studies and provide a new interpretation for the
influencing factors how to effect the team decision-
The Conceptual Model of Influencing Factors and Influencing Mechanism on
Team Decision-Making Quality Mediated by Information Sharing
120
Team
decision-makin
g
quality
Information
sharing
Team com
p
ositio n factors
Cognitive ability
Task knowledge
Leadership style
Team
p
roces s factors
Shared vision
Team conflict
Decision-making procedure
Communication media
Figure 1. Conceptual model of influencing factors and in-
fluencing mechanism on team decision-making quality.
making quality.
2. Information Sharing and Team
Decision-Making Quality
The team decision making was an “information exchang-
ing project” for completing a task [5]. The characteristic
of team field decision making is focusing on field com-
munication and it makes different information sharing
very important. Owing to the different status and respon-
sibility in team, each team member will get different
kinds of information. The information includes the com-
mon information that is known by all the members, and
unique information that is only known by individual
member. When team members sharing all information he
knows with others, especially the unique information, all
members will understand the task contents and aims
deeply, and the quality of final d ecision will be improved.
So, whether the information related with decision can be
got smoothly and u sed effectively will influ ence the team
decision-making quality directly.
In the “Information Sampling Mode”, the sampling
information was classified as shared information and
unshared information. In the subsequent studies, Stasser
proved the roles of unique information sharing on team
decision making repeatedly. Stasser & Stewart researched
the unique information sharing time accounting for the
proportion of the discussion time, and found the propor-
tion was positively correlated with decision-making qua-
lity [3]. In 1998, Stewart & Stasser introduced another
testing method, separating the unique information men-
tioned at least once from all information mentioned at
least once, and found in this method, the positive correla-
tion of unique information sharing and decision-making
quality was more remarkable [6]. Lu et al. made a meta-
analysis of 21 studies, and considered whether the times
of unique information mentioned or the times of unique
information discussed was positive correlated with deci-
sion-making quality [7].
H1: Unique information sharing is positively corre-
lated with team decision-making quality.
3. Relationship of Team Composition
Factors, Information Sharing and Team
Decision-Making Quality
Team composition factors refer to the factors that deter-
mined in the early days of the team, mainly including
individual level of team members and leadership style.
The individual level of team members includes the task
knowledge got by the team members, their cognitive
ability and so on. The leadership style can be usually
divided into autocratic leadership and democratic lead-
ership.
3.1. Individual Level of Team Members
As the input variable of team effectiveness, individual
level of team members has been researched more than 50
years, lots of scholars thought the cognitive ability and
task knowledge were the most important factors to fore-
cast the individual job performance, and also the key
resources of teams [8]. Zarnoth & Sniezek found the
higher the cognitive ability of individual was, the higher
the team decision-making quality was [9]. Ellis thought
the task knowledge got by the important team members
had a great effect on the improvement of decision-mak-
ing quality and performance [10].
H2a: Cognitive ability and task knowledge of team
members are positively correlated with team decision-
making quality.
Dennis J.D. considered that cognitive ability and task
knowledge might influenced the information exchange in
team at least two aspects [11]. High cognitiv e ability and
task knowledge could help the members to do better
personal recommendation on the basis of limited infor-
mation, and also could help the members to strengthen
the awareness of needing the importan t task information.
These two aspects both could encourage more unique in-
formation sharing directly or indirectly. Harrison & Pelle-
tier thought through empirical study, that cognitive abil-
ity and task knowledge of team members could help team
members to discuss the relevant information comprehen-
sively from various perspectives [12]. The different views
to strategy would provide a useful platform for members
to discuss during the decision-making process [13].
H2b: Cognitive ability and task knowledge of team
members are positively correlated with unique informa-
tion sharing.
Combined with H1, we can establish the relationship
of individual level of team members, information sharing
and team decision-making quality.
H2c: Cognitive ability and task knowledge of team
members have positive effects on team decision-making
quality through the mediator of unique information shar-
ing.
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3.2. Leadership Style
In the teams, leadership is an important and natural be-
havior, and has a prominent role on boosting problem
solution, controlling orientation and time, esteeming
opinion of team members and arousing team members’
enthusiasm. Typical leadership could be classified as
autocratic leadership or democratic leadership [14]. Auto-
cratic leadership controlled team discussion, communica-
tion and task fulfillment; but democratic leadership pro-
moted team discussion, and encouraged members to in-
volve in the goal-setting process and fulfill the task [15].
In the team discussion, different leadership styles would
have different effects on discussing process and final
decision-making quality. Autocratic leadersh ip didn’t en-
courage team members to discuss, and the leader would
express his opinions at the beginning of the decision-
making process to govern others’ choice. No discussion
would have a bad effect on the decision-making quality
and acceptance to decision. On the contrary, democratic
leadership would give all members opportunity to ex-
press their opinions and make the decision based on the
good communication. Thus, the decision-making quality
and acceptance to the decision would be improved.
H3a: Democratic leadership can improve the team de-
cision-making quality more than autocratic leadership.
During the team decision-making process, obtaining
and using information were mainly completed through
team discussion, and the team discussion was controlled
and guided by the leader directly. So, the leadership style
had a direct effect on information processing. Autocratic
leadership style would make the leader’s opinions and
views on others’ choice, and largely inhibit information
communicating and processing, especially hinder the
unique information sharing. On the contrary, democratic
leadership style would encourage team members to speak
their minds freely, improve the common and unique in-
formation mining and acceptance, and increase the utili-
zation of information [16].
H3b: Democratic leadership can increase unique in-
formation sharing more than autocratic leadership. .
Combined with H1, we can establish the relationship
of team leadership style, information sharing and team
decision-making quality.
H3c: Democratic leadership can improves the team
decision-making quality through the mediator of unique
information sharing more than au tocratic leadership.
4. Relationship of Team Process Factors,
Information Sharing and Team
Decision-Making Quality
Team process factors refer to the factors appeared and
existed during the decision-making process, mainly in-
cluding team shared vision, conflict, communication and
so on.
4.1. Shared Vision
Shared vision is the core of team cooperation. It can
make the members to interpret the task expectation ac-
curately, and make the members’ action to coordinate
and adapt with other members’ requirement. Only when
the team members accepted the team developing orienta-
tion, they would cooperate and communicate with each
other [17]. On the one hand, shared vision could contrib-
ute to task allocation among members and forming spe-
cialization. The higher degree of specialization and learn-
ing ability of team members were, the higher decision-
making quality was. On the other hand, shared vision
could increase the team cohesion, strengthen the coordi-
nation of individual’s target and team target, and promote
close cooperation of team members. The two roles could
both improve the team decision-making quality and ac-
ceptance to d ecision [18].
H4a: Shared vision of team members is positively
correlated with team decision-making quality.
Shared vision could improve the team members’ en-
ergy, commitment and targets, and provide an orientation
for members to communicate. It could increase informa-
tion sharing among the team members, and contribute to
high quality and professional information during the de-
cision-making process. Under the direction of shared
vision, task allocation would be more clear, which not
only urged team members to dig for the unique informa-
tion related to task, but also improve the quality of in-
formation during the decision-making process. Shared
vision had an important role on team information proc-
essing ability.
H4b: Shared vision of team members is positively cor-
related with unique information sharing.
Combined with H1, we can establish the relationship
of shared vision, information sharing and team decision-
making quality.
H4c: Shared vision of team members has a positive
effect on team decision-making quality through the me-
diator of unique information sharing.
4.2. Team Conflict
Team conflict could be divided into task conflict and re-
lationship conflict [19]. Task conflict refers to the cogn i-
tive difference owing to the different views of task; rela-
tionship conflict refers to the pressure and frustration
owing to individual difference, including more emotional
factors [20]. Scholars usually considered that task con-
flict could largely promote team members to exchange
the information and knowledg e related to task and in sp ire
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new ideas, and it could also clear up some misunder-
standing to enhance the recog nition and understand ing of
task through communication. In a word, task conflict
could improve the decision-making quality and team
members’ work performance [21,22]. However, Rela-
tionship conflict could evoke team members’ negative
emotions, such as, angry, tension, anxiety, pressure and
frustration, and would make the working satisfaction
declined and motivation lacked. Finally, relationship
conflict would lead to team decision-making quality de-
clined [22,23].
H5a: Task conflict is positively correlated with team
decision-making quality.
H5b: Relationship conflict is negatively correlated
with team decision-making quality.
In the decision-making teams, task conflict had the
potential to increase the unique information sharing in
that advocated of opposing viewpoints will be called on
to describe and justify their positions [24]. In the meta-
analysis, two methods for inducing task conflict that had
received a fair amount of empirical attention were “Dia-
lectical inquiry” and “Devil’s advocacy” [25]. Both me-
thods attempted to foster task conflict in decision-making
teams by forcing members to question assumptions and
confront minority positions. Several studies suggested
these methods could lead to effective unique information
sharing in teams [26]. However, relationship would evoke
the negative emotions of members, and lead team mem-
bers to battle over the parochial views of individuals or
coalitions rather than con solidating the set of information
available into a more complex but accurate whole. In
other words, relationship conflict might prevent teams
from effectively incorporating the unique information
[20].
H5c: Task conflict is positively correlated with un ique
information sharing.
H5d: Relationship conflict is negatively correlated
with unique information sharing.
Combined with H1, we can establish the relationship
of team conflict, information sharing and team decision-
making quality.
H5e: Task conflict has a positive effect on team deci-
sion-making quality through the mediator of unique in-
formation sharing.
H5f: Relationship conflict has a negative effect on
team decision-making quality through the mediator of
unique information sharing.
4.3. Decision-Making Method
Timmermans divided the team decision-making proce-
dure into MAU (multi-attribute utility) decision support
and unstructured discussion [27]. MAU model was widely
used in decision support, and it supplied a framework of
decision problems and a logic order of decision. MAU
integrated the interaction of team members as a whole,
reduced the negative emotions of group dynamics (e.g.:
the dominant position of one or more members in dis-
cussing process; low tolerance for the minority view) and
improved team decision-making performance. Timmer-
mans studied how MAU effected decision-making qual-
ity and found MAU had a remarkable effect on subjects’
preference and team consensus, and also had a good ef-
fect on members’ satisfaction to decision-making process
[27].
H6a: MAU decision support can increase team deci-
sion-making quality more than unstructured discussion.
MAU model provid ed an an alysis supp ort to assess the
merits of each alternative and made the members’ pref-
erence and the inconsistency clear, and it improved the
different information sharing and exchanging in teams
[28]. MAU required all team members to discuss all in-
formation and express their viewpoints and could dig for
and utilize more unique information than unstructured
discussion.
H6b: MAU decision support can increase unique in-
formation sharing more than unstructured discussion.
Combined with H1, we can establish the relationship
of team decision-making method, information sharing
and team decision-making quality.
H6c: MAU decision support can increase team deci-
sion-making quality through the mediator of unique in-
formation sharing more than unstructured discussion.
4.4. Communication Media
With the development of computers and network, many
scholars began to learn the effect of communication me-
dia on team decision-making quality. Scholars compared
the decision-making difference under the conditions of
CMC and FTF, but the results were different. Some
scholars considered that CMC could increase the deci-
sion-making quality more than FTF. Because under the
condition of FTF, the opinions of exp erts of higher status
could become the mainstream, the other members just
participated passively. So, it would lead to groupthink.
But under the condition of CMC, owing to lacking of
social context clues, members would be more equal.
Thus, the teams would generate more thoughts and ideas.
Rock & Ayman thought without the interference of non-
language information, members would focus on the in-
formation processing during the discussion [29]. So,
CMC could pre-determinate the successful decision bet-
ter than FTF. However, some scholars got the opposite
conclusions. Hightower & Sayssed found under the con-
dition of CMC, members would discuss more common
information rather than unique information, and owing to
lacking of non-language information, communication
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and task fulfillment under CMC was more difficult than
under FTF [30]. This thesis is inclined to choose the first
opinion.
H7a: CMC can increase team decision-making quality
more than FTF.
Some scholars thought under the condition of CMC,
members might share their unique information at the
same time, and would avoid the situation that some
members occupied much discussing time to hamper other
members to express views or influent the thought of
other members [31]. Equal status of members under
CMC would be better for members to participate discus-
sion actively and share their common and unique infor-
mation.
H7b: CMC can increase unique information sharing
more than FTF.
Combined with H1, we can establish the relationship
of communication media, information sharing and team
decision-making quality.
H7c: CMC can increase team decision-making quality
through the mediator of unique information sharing more
than FTF.
5. The Internal Relationship between Team
Composition Factors and Process Factors
The above analyze and summary the influencing mecha-
nism of team composition factors and team process fac-
tors on decision-making quality. In fact, team composi-
tion factors not only can influence the final decision-
making quality directly, but also can influence the deci-
sion-making quality indirectly through team process fac-
tors. So, paying more attention to the effects of team
composition factors on team process factors usually is
very important to final decision-making quality.
Mohammed & Ringseis found during the team interac-
tive process, cognitive difference related to task had a
direct effect on conflict [32]. Cronin & Weingart put
forward “conflict based on mental representation gap”,
and pointed out in their research that function diversifi-
cation would increase members’ cognitive difference and
would lead to members’ interpretation to the necessary
information different [33]. Members’ mental representa-
tion gap was the source of conflict. Hambrick, Cho &
Chen certificated through empirical research that cogni-
tive difference would benefit for mobilizing the member
to solve the task from multi-viewpoints and stimulate the
task conflict [34].
H8: Team members’ cognitive difference is positively
correlated with task conflict.
Compared with autocratic leadership, democratic lead-
ership could benefit for encouraging team members to
express their different opinions related to task, and form-
ing the mechanism of free expression of doubt in teams.
On the other hand, democratic leadership also could
benefit for establishing a harmonious atmosphere in
teams and reducing the negative effect of conflict. Love-
lace, Shapiro & Weingart certificated in their study that
democratic leadership could encourage team members
express the doubt related to task freely, resolve violent
conflicts in time, and play an active role in the team
members interaction [35].
H9a: Democratic leadership can increase team task
conflict more than autocratic leadership.
H9b: Democratic leadership can reduce team rela-
tionship conflict more than autocratic leadership.
There were two basic ways to establish shared vision:
one was through the active initiative of leaders and ac-
ceptance of team members, the other was through the
collection of team members’ visions. No matter what
kind of way, leadership had an important role on estab-
lishing shared vision. During the process of establishing
shared vision, the opinions of members might be differ-
ent. So, the leaders should keep touch with team mem-
bers at any time, and help members rather than control
them. Refining and publicity for shared vision should be
established on the basis of freedom, sincerity and com-
munication. So, democratic leadership makes it easier for
members to accept shared vision.
H10: Democratic leadership can push shared vision
ahead easier than autocratic leadership.
6. Conclusion and Limits
This thesis puts forward the conceptual model of team
composition factors, team process factors, unique infor-
mation sharing and team decision-making quality, and
infers that team composition factors of individual level,
leadership style and team process factors of shard vision,
team conflicts, decision-making methods, and communi-
cation media influence decision-making quality through
the mediator of unique information sharing. This model
includes many major influence factors on decision-mak-
ing quality, exposes the “black box” between the influ-
encing factors and decision-making quality during the
field decision making, and analyzes deeply the role of
unique information sharing between influencing factors
and decision-making quality. This research will give de-
cision makers some suggestion and reference of how to
increase decision-making quality.
6.1. Strengthen Information Sharing in Teams
and Encourage Team Members to
Communicate and Think about the Unique
Information
During the field decision making, the most important
factor of high quality decisions was the information
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sharing and communication in the field. Exchange and
integration of different information could not only im-
prove the individual bias and asymmetric information,
but also stimulate the new ideas effectively. But in reality,
owing to the biased sampling, team members usually dis-
cussed the shared information rather than the unique in-
formation, and it made teams of many experts not to pro-
duce high quality decision. Therefore, how to strengthen
unique information sharing and communicating is most
important. Changing composition factors and strength-
ening process factors can stimulate the unique informa-
tion sharing in part.
6.2. Pay Enough Attention to Team Composition
Factors as Much as Team Process Factors
Previous studies under IPO frame considered that team
process factors were the main influencing factors on
team performance, and ignored the effect of team com-
position factors. However, recent studies certificated that
composition factors not only can influence the unique
information sharing and final decision-making quality
directly, but also can influence the decision-making qual-
ity indirectly through team process factors. So, we should
think about the different roles of team composition fac-
tors and team process factors and the internal relationship
between them, and not favor one or discriminate against
the other.
The model of “influencing factors—information shar-
ing—team decision-making quality” mainly thinks about
the internal conditions of teams, and does not consider
the external conditions of teams. In fact, under the dif-
ferent external conditions, the influential way of each
kind of influencing factors would be different. In the
future studies, we should research the influence of team
composition factors and team process factors on deci-
sion-making quality combined with the extern al dynamic
environment.
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